0394 | Robert Clinkenbeard

Hi, this is Robert Clinkenbeard with the RadixGroup LLC.com and you're listening to EA.

Interviews, EA Interviews episode 394, inspiration, transformation, success stories and the Imperfect Action Round. Seven days a week, join Mario Ficcini for today's expert Authority Effect interview. Have you ever wanted to run a super successful business, have a great fit family, help a lot of people, maybe even run an Ironman four times?

These are all very ambitious things. And I have none other than Robert Clinkenbeard on today's episode, CEO of the Radix Group and author of Ironman Mindset for Entrepreneurs. He's going to be sharing all about his story, how successful he was able to train for a marathon and build a 20 plus million dollar business along with helping entrepreneurs all around the world. I'm going to bring them up right after we thank our sponsor. Every business needs a book, including yours. And that's why I'm launching my new book to help you regardless of where you think your current writing abilities are. Visit eapublishingmethodbook.com today to learn the seven steps to publish and promote your nonfiction, lead and profit generating business book in eight weeks. Once again, that's EA publishingmethodbook.com Here he is, ladies and gentlemen, Robert Klingenbeard. Robert, how are you feeling today?

I'm feeling great. I'm feeling absolutely amazing right now.

I am so excited to hear that for you because that is a much better way than feeling bad, like I would say most of the world is. So tell us, what's your secret?

Wow, that's a big question. What's my secret? I've always been a positive person and I just, I always just look at all the good things in life. So, you know, whatever's going on, I always look for the positive in it. So that's probably the first thing right there.

Has that always been your mindset or did it develop and is that what you turned into the Ironman mindset for entrepreneurs?

I think growing up, I mean, I grew up in Edinburgh, Scotland and there's I suppose an attitude across there where there's a little bit of doom and gloom. I think that's partly the weather, but I think I was exposed to that entrepreneur mindset, the Ironman mindset, when I moved across to the states back in 99. And I think from there getting into business and going through those challenges has always made me feel, feel as though what's the positive of things? What can we do to better ourselves Every single day. So I think, yeah, over the last. Probably 20 years, since I've been in the States, has definitely developed over time.

And you said 1999 you moved here.

Correct.

How long were you in Scotland for?

Probably in Scotland for 25 years.

And yeah, moved in nine to nine. I just got fed up with weather, lack of opportunities. Just there was no real positive things going on over there. I mean, people are great.

It's beautiful, from what I've seen.

It's green. It's a lot of good things. Some great golf, some great whiskey across there. But I just felt as though I had a lot more to offer in life. And so I made that big move.

Now, was this the time you decided, I want to run an Ironman, or was this after once you got here?

It was after I moved there. I was a big. I used to play a lot of soccer growing up, a lot of rugby as well. And I kept on. When I first moved across to the States, I kept on that. But, you know, unfortunately, you get a little bit older and my body starts to wear down a little bit. So I started then to move into some running, doing some triathlon stuff.

Excellent, excellent. So tell us how you took these skills and abilities and translated it into business. Because you're clearly successful personally with. And very athletic, but also for business. I mean, you've accomplished what very few I would say. You know, I'd say a lot of people strive to, but very few have achieved themselves. So how. How are you so successful in both, and what are the correlations there?

Yeah, I certainly didn't.

Realize I had some of those talents. I mean, I think they have developed through time. But, you know, when I first started my business back in 2001, you know, I was thinking, well, maybe I'll get a million dollars, you know, maybe break to 2 million. And I think I've learned a lot of things along the way. I've made a huge amount of mistakes, either people hires or just strategic.

What's the biggest one that comes to mind? What's the biggest mistake you've made?

Probably hiring the wrong people. And it's ended up affecting the culture in my business. And I didn't realize that. And then I made the secondary mistake on top of that by not getting rid of them quickly enough because they were just so divisive to my culture. And I was playing a blind eye to it. And I almost felt as though it was going to be. I kept them there because I felt I was looking at the challenge and trying to replace them. And that was the wrong thing to do, because once I let them go, then I felt as though the rest of my team stepped up and filled that void. And they kept saying to me, why didn't you get rid of that person six months ago, a year ago? So I learned. It was a huge mistake I made, and I certainly learned from it quickly.

So it sounds like you're a proponent for the higher, slow, fire, fast.

Absolutely. Absolutely.

I can relate to that. Also, I've unfortunately had to let people go and stuff. And, you know, I.

Personally think one of my.

Weaknesses, for lack of better word, and I'm working on it, is I care, and you don't want to fire them. It's like, you know, I actually care about them. It's not just a number to me, but at the same time, it's like when you go three, four weeks without a response, it's like.

You know, do you think this is your company? Are you on vacation? Like, I. You know what I mean? It's like, I even wrote this in my book that you, you know, if you care, you give them more and more rope. But all they seem to do is keep. No matter how much you give them, they just keep wanting to hang themselves with it.

Oh, for sure. Yeah. I've experienced that many, many times. And I think one of the things that changed in my mind was, yeah, I mean, I feel the same way. I care about my employees. And you want to do the. Then when you actually look at the effect it's having on your other employees and their families, then it's looking a bigger proportion of the company. They say that some of the biggest statistics around people leaving the company are either through bad bosses or bad fellow employees. So that's what changed a little bit in my mind where I thought, yeah, I care about this person, but I also have to make sure I'm taking care of everybody else in the company.

Yeah. What's that analogy? One bad apple spoils the whole bunch.

Yeah, for sure. Yeah, very much so.

Well, I appreciate that insight. So you're saying you made a lot of mistakes, but I also heard, and I'm putting the timeline together here, you started your business in 2001.

That is two years after you came here. And I want to know more about not only you came here, you said more opportunity, but you didn't go down the job route. And I also want to say we started around the same time. I was 2002.

Cool. No, that's great. Yeah. When I first came across here, yes. I had a regular job for the first six to nine months, really, just to try and find my feet. I was actually I out in Scottsdale, Arizona. And you know, the backstory for me to moving to the States is that when I came across on vacation back in 98, you know, I came in December of 98, it was beautiful weather during the winter and I was doing all these mountain biking, I was skydiving, I was going up north, Arizona, I was doing some skiing, snowboarding, and I thought, wow, this is a wonderful place to be. And then I started looking around and how people lived out there, beautiful houses, there was all these beautiful fancy cars out there. And I said to myself, well, what am I doing wrong? There's something going on here. So I started just asking more questions and realized that a lot of people out in Arizona, yes, it was a second or third houses, but they either owned businesses, so they're all entrepreneurs, or maybe they work for some really high level companies. So I thought, well, what am I doing wrong in my life? And when I got back to Scotland back in December, January.

I was looking at this cold, wet, wintry night and I was thinking, you know what, life is way too short. So, yes, then spent the next five or six months basically selling my house, selling my car, pretty much all my goods. And I moved across in May of 9 to 9. And I thought, you know what? I want to become either a successful business executive or an entrepreneur. And that's the path I took when I moved across here.

Is it surreal to look back now and go, I am that success that I wanted to be 20 years ago.

It is surreal, you know, especially when I. I mean, I've got a lot of great friends back home and you know, yes, they're having a good life, but you know, they're living in the same neighborhood, they're maybe traveling, they're maybe doing some cool things. So I just feel as though the lifestyle I've brought for myself and now my family, I'm just so humbled, so thankful for making that leap.

Yeah, it's not a small leap. And congrats on your success and continued success. Because I, um. It's kind of a tricky question or interesting question because it's like, is it surreal to see the success you are? Because I would also.

Better yet, I'll ask you, do you feel you're still not done and you're on your way?

Very much so. I'm just such a driven person and I think because of the risks and the people I've met and who I surround myself now, I Always feel as though I'm trying to better myself. You know, that could be as simple as reading a book or listening to a podcast every single day, but always trying to just sharpen the saw. And how can I again, better myself or push myself to the limits? And, you know, that's, you know, I'll get into it in a minute. But that's, I think what also drove me towards starting to do my triathlon journey, going to, eventually doing Ironman, is just really trying to push myself. I've always felt as though I got into that comfort zone. I said, you know what? I'm better than this. What can I do to really push myself out of that comfort zone and into that fear zone?

So you wanted to push yourself into the fear zone?

Very much so.

Please elaborate on that. Because most people I know are trying to not be fearful and get away from it.

And I can understand that and I appreciate that, obviously their understanding. I have a slightly different view in terms of only good things happen on the other side of fear, meaning that, you know, something good will typically come out of that. You know, maybe. Maybe you're successful by pushing yourself into that fear zone, whatever that looks like. Or perhaps if you do fall down, then pick yourself back up, learn from what happened and try again. You know, it might take you multiple attempts to get to where you're going, but unless, you know, unless you try, then you know, you're not going to get anywhere.

I agree 100%. And it sounds to me like in your mind you're reframing the fear zone as outside of your comfort zone.

Very much so.

Okay, I like that. I like that a lot. So I appreciate you sharing a little bit about your background, but I want to ask you about your company, the Radix Group. What do you specialize in and who are you looking to help?

So, you know, after I sold my business in 2016, I really struggled to figure out what I wanted to do next. I almost felt I went through a period of six months where I just thought, well, my identity has been taken away from me from owning my business so long. I had all these employees and I felt, you know, that my ego kicked in. I felt as I was the go to person. So it took me a while to really establish what I wanted to do next. So I moved into the coaching world where I said, if I've got all this experience and all these mistakes I've made.

Well, I'd love to be able to share that to other people, other business owners, other executives, to hopefully make less mistakes than I did. And so that's what I wanted to do. And I got became a certified scaling up coach. So I got all the proper certifications. But I think what I brought to the table was just my past experience of running my large business, opening multiple branches, multiple states, and then just some of the disciplines involved in doing my soccer, doing my rugby, playing the team sports, going into the ironman stuff. I thought, well, there's a lot to offer here, something a little bit unique that I can offer to businesses. So I go in and offer coaching, business coaching services to clients across the us, Canada, uk. I have some clients now in Asia. And it's just being able to. Great to be able to help them. And I feel as though, I think Sometimes owners or CEOs feel as though they're on an island where they have all these pressures on them and they don't necessarily have anywhere to go. A lot of their friends or family don't necessarily know what they're going through. So by having somebody that can bounce off their challenges, their ideas, some of their fears, then I feel as though I'm helping them make a positive impact in their life.

Oh, I don't disagree for one second because I can relate to being the entrepreneur. And it's like people going, well, what do you really do? It's like there's so few of us that, you know, short of doing the show or a mastermind or whatever. And I've, you know, I hire coaches and I've done coaching myself, and it's two different. You know, it's nice when someone can take care of you, but it's absolutely one of the funnest things in the world, I think, to be able to say, okay, here's where you're at. Here's all the things that are gonna happen. Like, you're the GPS for them going down the road. Yeah, like, swerve here. Speed up, slow down. Brake. Okay, accelerate now. Do a360, go over the bridge. You know what I mean? They're still driving, but, you know, they don't have to get ran off the road 17 times.

Yeah, that's so true. Especially, you know, we've all experienced our challenges over the last two years with, with COVID and all these things that have been thrown at us, which we've never experienced before. So, you know, during that initial part of.

2020, you know, I was always, every single day, I was on the phone eight, ten hours a day, just trying to help those business owners, trying to navigate through all those challenges. So it's just nice to have somebody like that on your, on your side, on your team.

I agree. It's, I'm glad you're doing it. It's one of the reasons I wanted to have you on the show because I think you're not only successful and you've done your books and the Ironman and all these things, but you're also paying it forward and helping other people because there's people who can. I mean you probably don't need to work, best I can tell, but you still want to help people and that's different than, that's just different. And I like that. So thank you. So if you have all this going in your favor, why do a book.

You know. Well, it's always been in my bucket list. My father has actually written four or five books over the years and just, it was something I was really proud of and I just felt as though again I was going through this learning phase after I sold my business and I thought well, what can I do again to share my story to make an impact on other people. And again, if I just make a positive impact on 2 handful of people then I feel as though I've done my job. So I just came up with this really simple book, hundreds page book and again it just almost tells the story of here I am, this guy from Scotland who wasn't necessarily particularly good at anything but when you listed off some of my achievements at the beginning of the show, I've actually, I'm proud of being able to go through those challenges and if I can inspire people to again get from where they are now to doing something great in the future, whether it be in business, whether it be some type of sporting achievement, then that means a lot to me.

I love that you're heart centric and it sounds like that was one of the main reasons you decided to publish your book and I'm glad you did. How has your book helped your business since launching it?

Very much so. I've now had speaking engagements in Europe and across the world and again it's allowed me an audience to be able to share my story but obviously some help with some of my coaching engagements. So it's helped a lot. It's almost like a fancy business card which I now use. But to be able to speak in Barcelona and Madrid and Germany, Sri Lanka, Australia, I think it's just been something I'm really proud of and obviously some nice benefits with some of my family back home. Just being really proud of my story to share.

Yeah, I think it's a great thing for people to do. It's why I've been helping people publish books the last decade. And the comment you made about the business cards, statistically, business cards will have about a two day shelf life where books have a two year shelf. I mean people aren't pitching these. It's not junk mail and.

It'S one of the funnest things in the world to just, you know, hand it to someone or they buy it depending on the situation. And now you're also not having to take three to five, six, seven hours.

Selling them. You know, they read the book if they're not interested at that point you either wrote it horrible or they were just a wrong fit.

Yeah. And I think it also gives you a little bit credibility as well. I mean anybody can hand out business cards at a business event. I mean I've seen been to some events and that's all people were doing, business cards. And whereas, you know, it gives you that a little bit credibility that you know, you've taken the time and effort because you know, as you know yourself, it's, it takes a lot of time to put that thought into writing a book, you know, getting it onto paper, going through all the different editing. So it's a journey, but it's, it's really a worthwhile journey at the end of the day.

That is 100% accurate, but also the understatement of the century. Yeah, there's a fair amount of work but you know, like you're talking about when you can put in someone's hand like that, I mean there's no better way to share your expertise, get the message out there, they can pass it along and you know, let's talk about your success story. Since you've launched the book and you've launched the coaching and all these different things, who would you say has been your business biggest success story?

I mean I've had some really big clients now who are now currently using my coaching engagements, you know, anywhere from 30 to $200 million companies. And so to be able to go into those companies, help them with their strategic planning and I think one of the biggest things they enjoy about me coming in is, you know, the accent helps a little bit. But again, just that Ironman mindset piece where I am holding them accountable, I am challenging them every single month and how they're progressing the business. That's one of the things I talk about in my book is that there's lots of similarities between preparing and training for an ironman versus a business where you have some type of a training plan or a roadmap in your business. And every single day, it's not just a case of immediately jumping into your inbox or dealing with the complaints that come into your business. You know, you're looking at some type of a plan, strategic plan, training plan to figure out, well, this is what I need to do today. Here's some of the priorities, here's some of the things I need to delegate, here's some of the things I need to prepare for the day for meetings and hold my team accountable as well. So yeah, it's something I really enjoy working with some of these bigger clients and just help them through the challenges. Even though they are a huge company. I mean, they're all facing similar challenges even to the half a million million dollar businesses where it's typically around the people challenge, which is probably one of the biggest ones these days. Lack of cash, you know, that fuel to really grow the business. Maybe they have a decent strategy, but they don't necessarily have the people to execute in that plan. So, you know, I come in as a coach that hold them accountable and they really appreciate that.

Let me ask you about strategy. Let me ask you about strategy versus team, because you said something there that I just picked up on. And there's a lot of people that say, I need to build my team, I need to build my team, I need to build my team. And there's other people that are like, we need to have the best strategy. Everything's got to be perfect before we can execute. We got to have the strategy that's going to give us the winning whatever in their mind it is. What's your take on strategy versus team? Are they two independent things? Should you focus on one or the other first? Or do you see them as one holistic approach?

One holistic approach in that I've been doing some strategic planning recently, so it's really fresh in my mind. But the owners, the founders need to come in with the vision. Where do they want the company to go, whether it be in a year, three years, 10 years. So come in, where's the company going? But then bring in your core team, your management team, your leadership team, and to help develop that strategic plan, do something like a SWOT analysis or some different exercises I bring into that strategic planning. So to frame out some of the, maybe some light bulb moments might come on during that initial planning. It might be a new product, might be a new service, maybe there's some opportunities with some acquisitions. And then if you have that team, there Building that strategy. Then start to delegate out to the team, start to assign who's going to be responsible for the different aspects of that team. Whether you're assigning them some type of a quarterly rock or you're using maybe okrs objective key results. But if you start to get the team aligned on where you're going and start delegating out to your team and to start taking ownership of it, then it's just going to move that whole company along really successfully.

I appreciate you breaking that down because it sounds like the strategy is real hard to execute without the right team. And if you don't. But if you don't have a strategy, you don't really have anything for your team to do or a direction to go in.

Very much so, very much. A great example. I just helped this one company out of Phoenix. They were, you know, they were doing about 50 million, not really making a great deal of profit. And the owner brought in his team. We came up with an unbelievable strategy and we gave some incentives for that alignment throughout the team. And here they are four years later, they've grown by 50%. They just went through a really successful exit. And it's all because the team were 100% aligned on where the company was going. The owner is just like so thankful and you know, because they were just spinning their wheels, even though they're a big company, they were just not really doing a great deal. But through that alignment, it just made a huge difference.

Wow, that's impressive. What was the profit margin before?

Maybe sent about 3,4% and they ended up with 16,17%.

It's quite a jump.

Yeah. 7,75 million top revenue.

So I want to just go a little bit further with that because I don't think people realize. Let me rephrase that. There's a lot of smart people listening to this. I don't want to downplay anything, but I think people can realize even more than they already do. That was good.

3, 4% to 14, 15, 16. You're talking $25 million difference from an investment standpoint of having someone who can help you.

I'm just going out on a limb and saying, you know, regardless of whatever your investment is, it's probably less than that and they're probably making significantly more. Is that fair to say?

Oh, 100%. I can't emphasize that enough. The impact that coaches in general make on businesses can make a huge difference. Yeah, a lot of people just look about, oh, the coach is going to cost me this. Almost like a full time person but when you look at the exit or the gains, they make that return on investment in three, five years, 10 years. It is significant.

It's always interesting to me because I'm going to say this in jest, but the reality is if they were in any business, if they were in business three to five years prior and had that minimal growth, you could argue the coach is more important than the CEO.

I agree. Because a lot of the time I find that the CEOs who got into that position.

This is all new territory for them. They've not necessarily had that experience before. They've maybe not necessarily luck, but they've just grown the business and they've never been through that challenge before. So they're sitting out there, they're obviously showing a good face because they're leading the company, but they've never taken the company to that type of level before. So they're somewhat lost or somewhat, maybe even unhappy because they're spending all this time at work, away from their family, and they're trying to lead the company. And sometimes they're just, you know, their heads are down, they don't really know what direction to go. So that's typically what I see when I'll go into companies. They're almost at that point where they're so stressed or ready to chuck in the towel or something like that. And, yeah, just generally pretty unhappy.

Yeah. I mean, it. You can be unhappy. It can get lonely, it can get boring, it can get, you know, overwhelming. I'm sure we could list off another hundred verbs or adjectives, words in general that, you know. There's a QuickBooks commercial I'll never forget. I don't know if it was 10 years ago, 20, whenever, but it was like they're showing a business owner and they're going in 101 different places. And it's like.

The phone. Annoying when it rings, frustrating when it doesn't.

Simple as that.

And I mean, I don't wish that for anyone. I don't think anyone gets in business to have more overwhelmed, get frustrated and be making less than you should for killing yourself. But I'm glad you're able to help and I'm glad that's a great success story. So thank you for sharing that and for anyone listening, I really, I make jokes and I expand on stuff to make the point. And yeah, of course I'm more dramatic with It's a freaking show. Chill out. But I really want you to receive that and hear that because.

It really does pain me seeing people because a lot of People come to me for coaching with publishing and it's like we have to address some of this stuff. You can't focus and get the book done and be creative and help more people make an impact and improve your messaging if you're going in 451 different areas. So if you're struggling with anything right now, just think about it. And what would you suggest, Robert? If someone's struggling with it right now, what would you suggest the first couple things they do should be? What do you think the first couple of things they should do be? Whatever. You guys are smart.

I think throwing down your ideas on paper or whiteboard and this is a great time of year to rethink where you're going. What's your vision or your plan for 2022? Start off with that and try and dial into maybe 3, 4, 5 ideas. What are some of the things you need to be working on? Everything else just put to the side and maybe even put on a in your parking lot or something. But what are some of the three to five things that you need to focus on next year? And make sure that also includes your personal life. Make sure that also includes your family as well. You've got to make sure you have that balance every single day. I look at my planner and I'll say, okay, what are some of my personal goals or fitness goals? What are some of my business or wealth goals? And then what's some of my relationship goals? So trying to set something every single day. But this is a great time to rethink that. Maybe go into a quiet space and have some reflection time and really, truly figure out where are you, where's your company going?

Love that. That is great. Expert authority effect insight. Robert, you're sharing so much good stuff right now. I have a couple questions before we thank our sponsor, and one of them is the Wheel of Whatever.

Would you like yellow or black?

Black.

Excellent. Matches your shirt. All right, got a great question for you right there. Wheel of whatever question for you, Robert. Where would you like to travel to that you haven't been yet? And who would you take with you, if anyone?

That's an easy one. I've been to 30 countries.

The next one on my list I want to do go to Nepal and I want to take my wife. Great travel partner hasn't done a great deal of traveling. So yeah, Nepal.

Excellent. Great answer. Great answer. We're going to thank our sponsor and come back for the imperfect action round. You've heard me say every business needs a book, including yours, and it's true. And that's why I'm launching my new book@eapublishingmethodbook.com so you can learn the seven steps to publish and promote your nonfiction lead and profit generating business book in eight weeks. But you know what, don't take my word for it. Take it from a few of my authors like Lori, I went from having.

An idea and a possibility to actually getting my book published.

Or Catherine, thank you for making my.

Mom number one best selling author.

Or Mary Alice what he got done for me in three days regarding my book launch.

I'm a manager, John Cody.

I've worked with Mario over the phone.

And online and he's been very helpful in getting me where I needed to.

Go with promoting my books. Rocio, there's no way in the world I would have been able to do this with somebody else again. I've attempted it in the past. It didn't serve me. As a matter of fact, I ended up more frustrated than anything. So this has been a very seamless process. Adele, if you're looking for an amazing business coach, I highly recommend Mario Ficcini or Bill Benner.

I can't make a higher recommendation for.

Than to work with Mario Ficini.

He has been great for me and.

Right now I won't work with anybody else except for Mario.

Hey, their words, not mine. Visit eapublishingmethodbook.com to get your copy and I look forward to hearing your transformation as our next video success story. Once again, that's eapublishingmethodbook.com and we are back with the imperfect action round. Robert, are you ready to take imperfect action?

Absolutely.

I've got three questions for you. 60 second or less answers. The first one is what is the fastest path to the profits?

Fastest path to the profits is to start with the profits. So when you're doing your budgeting, put in what you want and that should be a minimum 10%. Then work backwards.

Can you expand on that? I'm going to throw an audible here. I don't want this to be 60 seconds. Tell us more.

So yeah, a lot of people start off at the top. The revenue they put in, all the costs and then they end up at the bottom saying, well, I've only got 1 or 2% profit. I'm saying build your budget so that you have a minimum 10% profit and then work upwards.

So profit first.

So profit first.

I love that. Thank you for expanding on it.

Okay. You're welcome.

I'll have to take it up with the Host for the extra time.

Number two, what is the biggest problem you see your prospects making and the fastest way for them to fix it?

It's around not having the right people on the bus.

Make sure that you choose carefully. And if they're not the fit, if you're not able to answer the question, would you enthusiastically rehire a certain person with the yes, then you should probably think about replacing them.

Okay, fair enough. Number three, what is the best way to maximize customer lifetime value?

Ask your customers. There are so many clients. When I go into strategic planning, I say, well, let's start getting some surveys from your clients. Let's start taking surveys from your employees. Employees. And it gave a bewildered look on their face. Always ask your clients, whether it be weekly, monthly, how are we doing? How can we improve? Talk to your clients. Find out what's changing in their world. It's all very well staying in your world, but what's going on in their world? What are some of the changes they're facing?

Excellent. Thank you for that.

With everything I do with publishing, it's always fun to hear what books have impacted your life and business for you. What would you say they are?

I've got so many books there. Who not how. Dan Sullivan is a really good book and I think you came up with a recent one. Something around the gain or gap.

Gap and the gain.

Gap and the Gain. That's another.

I actually had Ben Hardy on the show.

Oh, okay. Very cool.

The Jackal Willink book.

I forgot the name of it off the top.

Extreme Ownership.

Extreme Ownership. Again, great book. Those are the ones that really spring to my mind. But I'm trying to read a book every single week just to again, if I can take two or three nuggets from a book, then that's going to push me forward in my life and be able to share that with other clients.

I'm going to throw in something new. Audiobook or book? Book.

What's your reading preference?

Most of the time it's audio because I'm usually doing it while I'm working out. But in terms of if I am looking to highlight stuff or look at some of the exercises and then I'll usually grab a copy, a hard copy as well.

Excellent. Excellent.

Where would you like people to learn more?

Certainly LinkedIn through my name and LinkedIn my website, the radixgroupllc.com they can grab a copy of my book on Amazon and Amran mindset for entrepreneurs. These are all three great places and if people would just want to reach out and chat to me. Learn some more about my business or my coaching. I do. Then happy to take calls emails.

Excellent. Robert Klingenbeard everybody. Thank you so much. Robert.

Thank you Mario. Really appreciate your time today.

All right, Expert Authority World. We have another great episode here today. I'll see you on the next one. Have a great day and God bless.

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